Design to Disrupt #2 - New Digital Competition

Only few organizations wise up to new digital competitors, as they usually come from outside their own sector and are not taken seriously at first. Their allegedly inferior propositions confuse prominent players, who should in fact be the very first to be fully aware of disruptive innovation.

Kontaktpersoner

Menno van Doorn

Director of VINT/SogetiLabs
+31 6 51 27 09 85

Menno van Doorn

Director of VINT/SogetiLabs
+31 6 51 27 09 85

Therese Sinter

Nordic Communications Director
+46 70 361 46 21

Therese Sinter

Nordic Communications Director
+46 70 361 46 21

To swing into action rapidly, existing organizations would be well advised to properly analyze anything more or less resembling digital competition. Evidently, there are clear patterns behind the startup success marking a new techno-economic reality. Ecosystems, APIs, and platforms characterize this New Normal where customers have more freedom of choice and better service at lower costs. In the report VINT outlines ten design principles that explain the rapid success of disruptors and can bring it within reach of existing players.

10 design principles of successful disrupters:

Sharing is the new having

Access over ownership

Lower costs through matchmaking

Butter your bread on both sides

Unbundle your organization processes

Getting the most out of SMACT

APIs first

Algorithms for the perfect match

Building trust with social systems

Act now, apologize later

5 quotes from the report

“The new digital competitor is a smart middleman that capitalizes on serving both sides of a market, with an acute intuition for market imperfections and a true champion of the network effect.”

“To swing into action rapidly, existing organizations would be well advised to properly analyze anything more or less resembling digital competition.”

“A fusion of IT and the business communities, a strong digital governance, involving all employees to realize ambitions, starts with a transformative vision of the digital future”

“Organizations that score in terms of technology as well as on the human side, are the most successful, but we should realize that a lot of disruptive power can be achieved with relatively low-tech efforts.”

“It is clear that only very few organizations are in a position to become a platform themselves. Departing from the idea that only a limited number can actually be directive, the inference is that one should look at the part an organization plays in an ecosystem. If you intend to join the platform economy, then join the API economy as well”